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This commentary on Kenny and Livi (2009) expands on aspects of leadership categorization theory that are consistent with the application of the social relations model (SRM). It critically considers limits to the generalization of the variance components analysis results described in Kenny and Livi's first example, and briefly summarizes results of an additional study that supports their findings. Finally, this commentary suggests interpretational issues of interest to researchers who wish to continue to apply the SRM to multi-level issues in the study of leadership.

Neal M. Ashkanasy is a Professor of Management at the University of Queensland, Australia. His research interests lie in organizational and ethical behavior, leadership, culture, and emotions. He is Editor-in-Chief of the Journal of Organizational Behavior and the book series Research on Emotion in Organizations.

Maximilian Buyken is a PhD candidate at the Department of Work and Organizational Psychology at Justus Liebig University Giessen, Germany. He received his diploma (German equivalent of a Master's degree) from Philipps-Universität Marburg, Germany. His particular research interests are career adaptability – especially in the face of economic stressors – occupational health psychology and the connection between the two research areas, for example, the function of career adaptive behaviors as coping mechanisms with regard to psychological strain.

The guest‐editors of the first Special Issue on E‐Collaboration provide an introduction to the issue. E‐collaboration is broadly defined as collaboration among individuals engaged in a common task using electronic technologies. A brief history of the evolution of e‐collaboration technologies is offered along with a discussion of research in the area. The paper concludes with a brief review of the contributions to the Special Issue and a look at one important future challenge for e‐collaboration researchers, the challenge of theoretical summarization.

This research systematically analyzed the effect of leadership (coaches and owners) on organizational performance in the National Football League (NFL) during the 1970 through 1992 seasons. In addition, it examined the relation of stable individual differences in personality of NFL leaders with performance outcomes for both coaches and owners. Results revealed that leadership added substantially to the prediction of performance in the NFL, even after controlling for non-leadership variables such as quality of competition and year. Furthermore, one facet of Conscientiousness – Deliberateness – showed strong linear relations with all performance measures. The results of both studies also revealed that hierarchical level of leadership was an important moderator, with coaches having greater impact than owners. The desirability of studying leadership in the context of the NFL was recognized and suggestions were provided on the direction that research might take.

Ever since Mead, sociology has maintained a deep divide between human and non human animals. In effect, Mead constructed humans as having capacities that he saw lacking in animals. Recent research on animals has challenged the traditional ideas of Mead and others by providing evidence of animal intelligence, adaptability, selfawareness, emotionality, communication and culture. This paper examines the human‐animal relationship as presented in Introductory Sociology Textbooks to see if this new research on animals has allowed us to move beyond Mead. We find outdated information and confused thinking on such topics as the relationship between language and culture, the development of the self in animals, and the role of instinct, socialization and culture in animal behavior. We conclude that, with few exceptions, the main function of the treatment of animals in these texts is to affirm the hard line that sociology has always drawn between humans and other species.

This article aims to add to the growing number of critical empirical studies and to reflect on the process of conducting this type of research, thereby addressing the lack of exemplars for those engaged with critical empirical information systems research.

Applies the critical lens to a multi‐year examination of variation in the career narratives of women in the American IT labor force. While an interpretive epistemology was initially chosen for this research project, over time, analysis of interview data took on an increasingly critical orientation. This, in turn, influenced subsequent fieldwork to become critical in nature.

One theoretical contribution is highlighting the role of power dynamics in understanding what sits beneath the surface of observations about these women's experiences in the IT workforce. The second theoretical contribution is helping to shift the focus away from predominantly essentialist theories that dichotomize men and women and toward a recognition of the diversity among women in the IT field.

Future research should include additional critical empirical studies of women in the IT field in other countries.

This research project can serve as a useful example for other critical IS researchers about to embark on empirical fieldwork.

This paper provides a concrete illustration of the way in which empirical research is altered as the epistemological lens shifts from interpretivist to critical.

Hall, Lord, and Foster (2009) have commented on whether variance partitioning in the social relations model would be the same in long-term groups and when groups have formal leaders. This reply follows their lead and speculates on how the variance partitioning would change. It considers the design and analysis issues in natural workgroups as well as the estimation of group effects.

Since the democratic transition in 1986, the Philippines has made considerable progress in re-establishing the legal/constitutional basis of civilian supremacy. Legislative control over the military's budget and appointment as well as the use of paramilitary units were re-instituted. Congress also assigned civilian court jurisdiction over human rights cases involving state security forces. An independent human rights commission was given power to investigate allegations of abuses. Constitutional limits were written into the President's ability to mobilize and deploy the military during emergency situations. Notwithstanding, the present structure of the Philippine security forces remains problematic. Of the three services, the army is primarily focused on counterinsurgency (COIN) operations, with the police and paramilitary providing support. The army relies on large formations for its COIN operations and less on Special Forces, which owing to historical interventionist and coup-plotting proclivities, has been numerically emasculated.

Using a case study method, the chapter probes how local civilian authorities in Leon, Iloilo (a town in central Philippines) are able to monitor, supervise or control security sector activities within their area of jurisdiction. A considerable gap exists between each force's understanding of its functions and what they actually do in relation to other state security forces. The army performs mostly non-combat tasks in line with COIN as well as non-traditional tasks. The police are involved mostly in law enforcement and provide augmentation force to army-led COIN operations, but greatly handicapped in detection and investigation matters. The paramilitary is utilized primarily for COIN as territorial defense forces but not for other emergency tasks as envisioned in the law. A tighter relationship exists on the ground between the army unit and the paramilitary, whereas a gap is evident between the army and the police regarding the geographic scope of response to rebel threat. The local government played no significant role in the peace initiative brokered in the 1990s nor has the town peace and order council been the framework of choice in seeking more constructive engagements between the civilian authorities and security forces.